Journal ArticleDOI
On the Dimensions of Bureaucratic Structure: An Empirical Reappraisal
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The results of a comparative study of 19 United States manufacturing organizations using the Aston group's four abbreviated structural scales and seven other measures support the concept of a multidimensional bureaucratic structure space as mentioned in this paper.Abstract:
1 An earlier version of this article was presented at the Eastern Academy of Management Meetings in Philadelphia, May 1973. The author is grateful to Professor Anant Negandhi for his help and encouragement. The results of a comparative study of 19 United States manufacturing organizations using the Aston group's four abbreviated structural scales and seven other measures support the concept of a multidimensional bureaucratic structure space. Factor and cluster analyses yielded three independent dimensions of decentralization, specialization, and formalization. The results are interpreted to suggest not only that a multidimensional model of bureaucracy is superior to the unidimensional Weberian one, but that the dimensionality of the bureaucratic structure space may be a function of the socio-cultural environment of the organization unit being examined. The results imply that bureaucratic structure may conform to the equifinality principle, in that a variety of structural arrangements appear to be equally viable strategies for the various sample organizations.'read more
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Structure in 5's: A Synthesis of the Research on Organization Design
TL;DR: It is claimed that the effective Organization will favor some sort of configuration-some type of a logically consistent clustering of its elements-as it searches for harmony in its internal processes and consonance with its environment.
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Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development
TL;DR: In this paper, the influence of organizational controls on the research and development activities of R&D professionals was investigated in a sample of 57 pharmaceutical firms, and the results showed that input, behavior, and output control enhanced radical innovation, and input and output controls enhanced incremental innovation.
Journal ArticleDOI
Psychological and Traditional Determinants of Structure.
Danny Miller,Cornelia Droge +1 more
TL;DR: In this article, Toulouse et al. examined the relationships of chief executive need for achievement and the traditional contingencies of size, technology, and environmental uncertainty with organizational structure.
Journal ArticleDOI
Strategy Making and Structure: Analysis and Implications for Performance
TL;DR: In this paper, the authors suggest that organizational structures and strategy-making processes are highly interdependent and must be complementary in many ways to ensure good performance under challenging condit-a...
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Equifinality: Functional Equivalence in Organization Design
Christopher Gresov,Robert Drazin +1 more
TL;DR: The assumptions regarding function and structure that underlie contingency theory are exposed and a functional equivalence view of design is developed, which implies a different agenda and emphasis for research on structure and design and has normative implications for how managers should design to achieve performance.
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Manual of procedures
TL;DR: The primary requirement for authorship of a BMT CTN publication is a substantive contribution to the research effort and is a reward for many aspects of contribution, including: membership and active participation in the Protocol Team; active accrual to the protocol; and timely and accurate reporting of data.